Objective A (Planning)

To achieve national performance standards for planning applications by type dealt with in a timely manner

Target

Percentage of applications determined in timescales: a) major applications 13 weeks, b) minor applications 8 weeks and c) other applications 8 weeks.

Responsible officer

Head of Planning

Actions
Review, update and implement Local Enforcement Plan
Review, update and implement Local Enforcement Plan	Critical Success Factor Backlog plan: Record No of 'time expired' and 'non expedient cases removed and use to set 2024/25 targets Ongoing: Meet targets set from plan, monitored until plan completed
	Responsible Officer Head of Planning
Review and adopt updated Local Plan
Review and adopt updated Local Plan	Critical Success Factor Revise local plan and supplementary policies timetable by March 2024 Ongoing: New timetable established, progress monitored through to adoption
	Responsible Officer Head of Planning
Review, reinstate and provide pre-application advice service
Review, reinstate and provide pre-application advice service	Critical Success Factor Review and reinstate service and set income targets by March 2024 Ongoing: Meet fee income targets annually
	Responsible Officer Head of Planning

Objective B (Access)

To achieve timescales and follow processes for the statutory functions under Countryside and Rights of Way Act and Town and Country Planning Act

Target

Meet 100% of timescales and processes

Responsible officer

Head of Landscape & Engagement

Action
Maintain PDNP managed footpaths to national standards
Maintain PDNP managed footpaths to national standards	Critical Success Factor % Rights of way easy to use, matches or exceeds national average annually
	Responsible Officer Head of Landscape & Engagement

Objective C (People)

To have highly engaged, healthy and inclusive staff and volunteers

Target

Maximum of 9 days per year sickness level per staff member, targets for inclusiveness and staff engagement score to be set once baseline is established in 2023/24.

Responsible officer

Head of People Management

Actions
Promote Equality and Diversity to make our working environment more inclusive
Promote Equality and Diversity to make our working environment more inclusive	Critical Success Factor Meet the requirements of the public sector equality duty Published in Performance & Business Plan annually
	Responsible Officer Head of People Management
Promote and implement Health, Safety and Wellbeing
Promote and implement Health, Safety and Wellbeing	Critical Success Factor Performance reviewed and annual report (Jan Programmes and Resources committee 2024) Ongoing: Performance reviewed at half year and reported annually
	Responsible Officer Head of People Management
Update, promote and implement our offer on how we invest in people
Update, promote and implement our offer on how we invest in people	Critical Success Factor Implement recruitment and retention incentives by March 2024 Investors in People 24 month assessment April 2024 and re–assessment April 2025
	Responsible Officer Head of People Management
Enhance our volunteering offer
Enhance our volunteering offer	Critical Success Factor Volenteer Development Plan completed by March 2024 Milestones reported annually from Plan E.g. No sessions, No hours, Added value
	Responsible Officer Head of People Management

Objective D (Financial Resilience)

To be financially resilient and provide value for money.

Target

To have a deliverable Medium Term Financial Plan and achieve value for money in all internal and external audit reports.

Responsible officer

Finance Manager (Section 151 Officer) / Head of Resources

Actions
Review and update the medium term financial plan (MTFP)
Review and update the medium term financial plan (MTFP)	Critical Success Factor MTFP projections used to set balanced budgets annually (Expenditure profile monitored quarterly)
	Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources
Ensure financial processes meet public sector value for money standards/thresholds
Ensure financial processes meet public sector value for money standards/thresholds	Critical Success Factor Unqualified VFM opinion by the External Auditor annually
	Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources
Set and deliver net income targets
Set and deliver net income targets	Critical Success Factor Annual targets or monitoring set for: Planning fees Visitor Centres Cycle hire External funding
	Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources
Develop and submit external funding bids
Develop and submit external funding bids	Critical Success Factor Annual targets set for: Securing funding Live bids Developing bids MFFP funding secured/bid for etc. Monitor % success rate
	Responsible Officer Finance Manager (Section 151 Officer) / Head of Resources

Objective E (Assets)

To have best practice arrangements in place for the Authority’s assets

Target

To implement and maintain the Authority’s Asset Management Plan

Responsible officer

Head of Assets & Enterprise

Actions
Visitor Centre and Cycle Hire Review
Visitor Centre and Cycle Hire Review	Critical Success Factor Review completed and plan put in place by July 2024
	Responsible Officer Head of Assets & Enterprise
Asset enhancement projects in current year/decile
Asset enhancement projects in current year/decile	Critical Success Factor Projects set annually, to be completed by March 2025: Cruck Barn repair and development (North Lees) Cressbrook footbridge replaced Agricultural building developments on Warslow Moors
	Responsible Officer Head of Assets & Enterprise
Review National Park Authority headquarters needs and aspirations
Review National Park Authority headquarters needs and aspirations	Critical Success Factor To be completed by March 2025: Project plan Funding profile Business case
	Responsible Officer Head of Assets & Enterprise
Manage disposals and acquisitions to respond to estate plans and new opportunities
Manage disposals and acquisitions to respond to estate plans and new opportunities	Critical Success Factor Meet targets in Asset Management Plan (Reported to Programmes & Resources by March 2025 and annually thereafter)
	Responsible Officer Head of Assets & Enterprise
Warslow Moors Whole Estate Plan development
Warslow Moors Whole Estate Plan development	Critical Success Factor Anticipated to start in Decile 3 2024/25 (Subject to recruitment)
	Responsible Officer Head of Assets & Enterprise
Progress opportunities for new car parking provision
Progress opportunities for new car parking provision	Critical Success Factor Enforcement brought in house by October 2024 to increase income Plan developed (presented to Programmes and Resources Committee before October 2024) Expansion of two car parks by March 2025 subject to planning approval Other targets to be set annually
	Responsible Officer Head of Assets & Enterprise

Objective F (Governance)

To have best practice governance arrangements in place

Target

All internal and external audits relating to governance are rated as providing substantial assurance or equivalent.

Responsible officer

Authority Solicitor (Monitoring Officer) / Head of Resources

Actions
Review our Code of Corporate Governance and produce Annual Governance Statement
Review our Code of Corporate Governance and produce Annual Governance Statement	Critical Success Factor Annual report by 31st May 2024 Report annually
	Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources
Training and support Members to fulfil their role and make informed decisions (report annually)
Training and support Members to fulfil their role and make informed decisions	Critical Success Factor Report annually: Member training attendance (100%) Induction participation (100%) Members survey completed
	Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources
Provide efficient and high-quality legal and governance support and guidance across the Authority including in its statutory functions
Provide efficient and high-quality legal and governance support and guidance across the Authority including in its statutory functions	Critical Success Factor Report annually: No judicial review No Maladministration charges No Ombudsmen complaints upheld
	Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources
Support the governance working group to review the governance and decision making arrangements and implement changes
Support the governance working group to review the governance and decision making arrangements and implement changes	Critical Success Factor Change projects delivered, as per working group programme by March 2025: Standing orders reviewed Public participation, report template & quality of reports reviewed Review Members sight of ongoing work Review role of Member Champions and learning
	Responsible Officer Authority Solicitor (Monitoring Officer) / Head of Resources

Objective G (Information and Performance)

To have best practice IT access controls, security arrangements, performance and risk arrangements in place

Target

IT access controls, security arrangements, performance and risk to be rated at least reasonable assurance in all Audit reports.

Responsible officer

Head of Resources

Actions
Provide high quality customer and business support for the public and across the Authority
Provide high quality customer and business support for the public and across the Authority	Critical Success Factor Establish customer survey programme: Planning customer survey, including agents CDST internal and external customer survey Cycle Hire customer survey (Performance targets to be set and monitored annually)
	Responsible Officer Head of Resources
Ensure security services and controls are fit for purpose and that all users are compliant with the measures
Ensure security services and controls are fit for purpose and that all users are compliant with the measures	Critical Success Factor 100% compliance (training/records/breaches) Monitored annually
	Responsible Officer Head of Resources
Coordinate performance and risk management of the National Park Management Plan and Authority Plan 2023-28 and develop future plans
Coordinate performance and risk management of the National Park Management Plan and Authority Plan 2023-28 and develop future plans	Critical Success Factor Produce NPMP annual reporting platform (adoption by May 24) Refresh Risk Management approach (Sept 24) Ongoing: Authority Plan performance monitored at half year and year end Ongoing: NPMP monitored annually
	Responsible Officer Head of Resources
Whole Organisation Communications Plan (internal to external)
Whole Organisation Communications Plan (internal to external)	Critical Success Factor Plan completed and programme targets established (March 25) (Monitored annually thereafter)
	Responsible Officer Head of Resources
Appropriately source, store, process and make information accessible
Appropriately source, store, process and make information accessible	Critical Success Factor Projects delivered (time/budget/outcome) File digitisation progressing to time and budget (Monitored annually)
	Responsible Officer Head of Resources

Objective H (Climate Change)

To reduce the Authority’s greenhouse gas emissions

Target

Achieve a further 30% reduction in greenhouse gas emissions from the 2017/18 baseline.

Responsible officer

Head of Assets & Enterprise

Actions
Implement and keep up to date the Authority’s Carbon Management Plan (CMP2)
Implement and keep up to date the Authority’s Carbon Management Plan (CMP2)	Critical Success Factor Annual report on carbon pollution reduction and identify carbon reduction projects for 2024/25 by March 2024 New carbon reduction projects identified on an annual basis (Plan monitored annually)
	Responsible Officer Head of Resources